Digital Disruption and The Impact On Client Experience: A T&O Client Advocacy Office Project

Digital Disruption and the
Impact on Client Experience

A T&O Client Advocacy Office Project
Final report was concluded in July 2016
Source: Roger James Hamilton, Entrepreneurs Institute
Agile Team
9 two-week sprints | Iteration manager rotation | Connections Cloud community | Distributed Agile techniques
Linda Puschauver
Bernadette Davis
Sean Williams
Client Advocacy Office

Governance Lead
Product Owner
Transformation Consultant
Enterprise Enablement & Ops
CIO Business
Integration Mgr. O2C
Aimee
Cunningham
PM, Mergers,
Acquisitions &
Divestitures
Patricia
Zhao
Program
Manager,
Bid Management
Ana Ielo
Carlos Felix
Incentives Centre Ldr.
Manager, Production
Procurement Sourcing
Approach
Conduct a research project to understand the impact of digital
disruption on B2B client experience from an external
perspective.
Articles, reports and interviews
90+ source documents published in last 3 years; 86% of research from

the last 18 months
Hypothesis
As the rate and pace of digital adoption by a company increases,
a company should focus its investment in client
experience to the individual consumer within companies.
Lines between personal experiences and business experiences
continue to blur and in many spaces, consumer digital
experiences are far more advanced, integrated and
engaging than their business counterparts.
Our research findings support this hypothesis.

5
Digital and customer experience strategies are

inexorably linked It isn't only the case that the
customer experience is the heart of digital;
digital is also the heart of the customer
experience.
Forrester, Oct 2015
6
Five Reasons Why Digital & CX are Linked
more business customers

willing to pay for an
improved customer
experience
- Avanade
(Accenture & Microsoft
joint venture)
of business customers
consider social channels
more important than
conversations with a
salesperson
- Avanade
of the global workforce by 2020 will be

Millennials who expect a hybrid CX that is
digitized, streamlined, and mobile-friendly
- PwC
of the buyers decision-making

research is done online before
they even contact a vendor
- Forrester
of business customers believe

technology will primarily replace human
interaction with sellers in the next 10
years
7
- Avanade
Spectrum of Client Experiences

Buy
CSuite
Individua
l
Use
PERSONAL
RELATIONS
HIP
TRUSTED
PARTNER
DIGITAL
EXPERIENC
E
PROACTIVE
ADVOCACY
& SUPPORT
What digital competencies

improve clients experiences in
the digital world?
Digital Competencies for Client Experience

Price
Transparency
Customer
Preferences
Automated
Purchases
Inventory
Individual
Transparency Order History
Speed of
Delivery
Trial of
Products
Product Info
SOCIAL
MOBILE
ANALYTICS
CLOUD
IOT
10
Availability
Challenges in Digital World
Businesses are
operating in silos
no shared KPIs
Poor integration
between traditional
and digital marketing
A disconnect with
customers reality
leading to loyalty issues
Lack in speed of
innovation
11
How are Companies Addressing It?

By 2018, more than 50% of
organizations will implement
significant business model
changes in their efforts to
improve CX.
Gartner Research
The cost of customer retention

is ramping up. Digital marketers
spend almost as much to keep
buyers (45%) as they do to gain
new ones (55%)
Customers believe they have a

relationship with a provider
once they have transacted
[and they] believe they should
be recognized by the provider
Client Heartbeat
Gartner Research
Intelligent agents will use trust metrics to decide which customers see your brand. As strategic
differentiators and competitive disruptors change the trust landscape, consumer protection groups and
trade organizations will start publishing integrity and transparency scores. These scores will become
integral to the algorithms that intelligent agents like Google Now and Amazon Echo use to match
consumers to brands and products
Forrester
12
DICE Recommendations
Trust as a Metric
Disrupt inside
Get ahead on advanced metrics for example trust

quotient; new tools will automatically filter out less
trusted companies
Change company culture at all levels towards digital

experience in day to day work environment
Reaching the Next Generation
Outside in view
Start building brand experience with the next

generation early-on to create familiarity and
ultimately brand loyalty
Co-create products, services, solutions with clients to

ensure central focus on their needs
Concierge Service
Catalog the Free
Deliver digital concierge service with Watson that

helps customers with IBMs offerings and their own
purchases, support
Get transparent on freebies sellers can access to entice

customers; enable expert and new sellers to efficiently
make investments and that drive ROI/customer retention
Digital Capabilities
Business Model Changes
Focus the client experience journey not solely on

digital technology but on the digital capabilities
needed to reach the individuals within businesses
Customer Success Manager

Appoint new role to proactively provide service to
customers by addressing problems before they
happen
Embrace the digital disruption required to significantly

change to a business model that yields a positive digital
client experience to the individual
Personalization
Drive personalization to every level to support better
physical and digital interactions
13
Implementation Plan
Opportunity
Executives
Managers
Employees
Trust as a Metric
Monitor cross-function
achievement of trust metrics
Establish and measure trust

metrics beyond Net Promotor
Score (NPS), such as integrity
and transparency scores
Continue to live IBMs values

with customers and each other
in every interaction
Devise strategy to reach the

next generation, using the
schools as one of the platform
to execute ideas
Provide the required investment
dollars on product development
for next-generation users (e.g.
students wearable devices for
payment for food and
stationery)
Look out for opportunities on

program development within
schools
Serve as companys brand
advocates
Ideas contribution, participating

in projects and initiatives
Conduct research on these user
groups through observations
and surveys
Engage in community events
Serve as companys brand
advocates
Sponsor development of
Concierge (virtual & real)
Reinforce the vision that virtual
assistants still rely on humans
its all about people, even if
digital experiences facilitate the
interactions
Identify scope of services and

knowledge to be provided by
the concierge and assess
current expert roles
Use and teach the concierge
on frequent questions, by area
of expertise
Use collected information to
improve CX and become an
advocate of customers
interests
Build the right team to deliver
the concierge service (guild)
Heavily use and feed the

concierge with key data on
IBMs offerings and customer
relationships
Monitor and continuously
enhance available information
Help the concierge learn natural
language
Act as mobilizers to test and
build usage
Get ahead on advanced metrics

for example trust quotient;
new tools will automatically filter
out less trusted companies
Reaching the Next

Generation
Start building brand experience
with the next generation earlyon to create familiarity and
ultimately brand loyalty
Concierge Service
Deliver digital concierge service
with Watson that helps
customers with IBMs offerings
and their own purchases,
support
14

Opportunity
Executives
Managers
Employees
Digital Capabilities
Align investment dollars to gaps

identified in assessment of
digital capabilities
Conduct an assessment of
digital capabilities against
current business realities. Link
the companys CX investment
to any capability gaps
Share the strategy and
translate it to executable goals
for teams
Assess skills needed to execute
digital plan
Sunset all one-off tools that do
not support a single cohesive
digital client experience
Deliver with speed and

implement with user experience
outcome in mind
Invest in the role of CSMs

Support retention-based
bonuses for the CSMs who
successfully retain clients
Sponsor projects that will

deliver the tools for employees
to focus on client retention
Provide a CX learning platform
that is easy to access for all
employees
Showcase the top 3-5 CSMs
quarterly & wow-stories of CX
Keep skills current to read,

understand, and interpret data
and allow swift reaction and
communication to the client
Build trust with clients
Focus the client experience

journey not solely on digital
technology but on the digital
capabilities needed to reach the
individuals within businesses
Customer Success
Manager (CSM)
Appoint new role to proactively
provide service to customers by
addressing problems before they
happen
15
What went well?
What Didnt Go Well?
How Can We Do Better?
16
Thank You
Other Implementation Plans

Opportunity
Executives
Managers
Employees
Outside in view
Work with legal and others to

develop new ways of working
that support co-creation with
clients (e.g., ICAP complexities)
Take action now on new
insights and external views to
stay ahead of competition
Establish a focus team to look

out for disruptive technologies
Take action now on new
insights and external views to
stay ahead of competition
Listen for and act on customers

needs and wants, not just
features and the
technologies capabilities
Offering managers, designers,
and developers partner with
clients
Adopt new ways of working and

communicate strategy
Invest in resources that enables
adoption to digital
transformation (mobile devices,
tools & apps)
Map out the journeys for

different processes to assess if
applications are well integrated
into corporate back-end
systems
Provide sales & support
enablement with mobile
devices, online customer tools
(relationship, pricing, support
center)
Embrace the challenge to

innovate the workplace
environment
Commit to learning and self
education
Act as influencers in our own
internal relationships to
increase new workplace
adoption
Provide input into the Catalog

the Free content because your
perspective will be unique to all
other levels of the organization
Advocate for a Catalog the Free

Project
Support sales tools and training
to your employees
Be an active member in
providing input into the Catalog
the Free content
Embrace the digital tools made

available to you so that you can
leverage all the free things that
your company can provide that
sets your offering apart from
the competition
Be an active member in
providing input into the Catalog
the Free content
Co-create products, services,

solutions with clients to ensure
central focus on their needs
Disrupt inside
Change company culture at all
levels towards digital experience
in day to day work environment
Catalog the Free

Get transparent on freebies
sellers can access to entice
customers; purpose is not cost
cutting but to enable expert and
new sellers to efficiently make
investments and that drive
ROI/customer retention
18

Opportunity
Executives
Managers
Employees
Business Model
Changes
Crisply define the strategic

vision
Provide required investment $
Develop shared KPIs on digital &
CX across all business units
Establish central leadership for

client experience transformation
with a cross-functional team
Share the executive strategy
and translate that to executable
goals for teams
Kick off a CX next evolution JAM
Actively listen to client feedback

and find business model
transformation opportunities
Support the executives strategic
vision
Drive vision of know thy

customer at all levels of the
organization
Sponsor and fund required
technology solutions (data,
analytics, cognitive) to put all
customer info together across
siloes and make it accessible to
the organization
Provide cognitive and analytics

solutions that take customer
personalization to the next level
Deliver training to employees to
take advantage of greater
customer insights
Sunset all one-off tools that do
not support one version of
customer truth
Use cognitive and analytics

solutions to improve customer
experience (personalized
solutions, digital and physical
interactions, etc.)
Embrace the digital disruption

required to significantly change
to a business model that yields a
positive digital client experience
to the individual
Personalization
Drive personalization to every
level to support better physical
and digital interactions
19
References
DICE Source List
July 2016
DICE Source List
20

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Digital Disruption and the

Impact on Client Experience

Final report was concluded in July 2016

Source: Roger James Hamilton, Entrepreneurs Institute

Client Advocacy Office

Incentives Centre Ldr.

90+ source documents published in last 3 years; 86% of research from

Our research findings support this hypothesis.

Digital and customer experience strategies are

Five Reasons Why Digital & CX are Linked

more business customers

of the global workforce by 2020 will be

of the buyers decision-making

of business customers believe

Spectrum of Client Experiences

What digital competencies

Digital Competencies for Client Experience

Challenges in Digital World

How are Companies Addressing It?

The cost of customer retention

Customers believe they have a

Get ahead on advanced metrics for example trust

Change company culture at all levels towards digital

Reaching the Next Generation

Start building brand experience with the next

Co-create products, services, solutions with clients to

Catalog the Free

Deliver digital concierge service with Watson that

Get transparent on freebies sellers can access to entice

Business Model Changes

Focus the client experience journey not solely on

Customer Success Manager

Embrace the digital disruption required to significantly

Establish and measure trust

Continue to live IBMs values

Devise strategy to reach the

Look out for opportunities on

Ideas contribution, participating

Identify scope of services and

Heavily use and feed the

Get ahead on advanced metrics

Reaching the Next

Align investment dollars to gaps

Deliver with speed and

Invest in the role of CSMs

Sponsor projects that will

Keep skills current to read,

Focus the client experience

What went well?

What Didnt Go Well?

How Can We Do Better?

Other Implementation Plans

Work with legal and others to

Establish a focus team to look

Listen for and act on customers

Adopt new ways of working and

Map out the journeys for

Embrace the challenge to

Provide input into the Catalog